Beam Suntory DTV Program
Company: Beam Suntory
Role: Project Manager, Global Project & Portfolio Management
Project Type: Program Management / Commercialization / Cost Optimization / Operational Efficiency
Project Background
Design to Value was a portfolio of commercialization initiatives focused on identifying cost savings and production efficiencies across Beam Suntory's value-brand portfolio.
The program initially concentrated on brands including Midori, Pinnacle Vodka, Cruzan Rum, DeKuyper and Kessler, with the intent of identifying repeatable savings opportunities that could later be applied across a broader portion of the Beam Suntory portfolio.
Initiatives ranged from packaging-component changes and manufacturing simplification to sustainability improvements and broader SKU updates.
Managed more than 30 Design to Value projects simultaneously, in addition to commercialization projects for other Beam Suntory brand houses.
Beam Suntory managed product and packaging changes through its Seed to Sip commercialization process, a global stage-gate framework used to assess the commercial, financial, operational and technical viability of proposed changes. All projects in this program went through the same rigorous gate process.
The Program Challenge
The challenge was not simply finding ways to reduce cost. Each proposed change could affect multiple parts of the business.
A packaging modification that appeared straightforward could create downstream implications for Brand, manufacturing, procurement, regulatory, supply planning, artwork, logistics or individual markets.
Projects also evolved as new requirements emerged. Rather than execute multiple independent changes to the same SKU, related initiatives were often consolidated, which reduced duplicated commercialization work but increased project scope and required teams to revisit previous decisions and approvals.
Because gate meetings occurred on a defined cadence, incomplete information, missed approvals or late scope changes could materially extend a project's timeline.
The DTV program itself recognized these challenges. Program improvement work emphasized clearer scope definition, earlier roadmap visibility, risk escalation, project prioritization and visibility into the savings impact of delays.
My Role
I managed DTV projects from the point they entered Planisware through commercialization and implementation.
Typically, a potential opportunity was first discussed offline by the business sponsor and relevant teams. Once the sponsor entered the initiative into Planisware, I took over project management.
My responsibilities included:
- Identifying and bringing together the appropriate cross-functional stakeholders based on the project's scope.
- Validating that the project had the information required to advance to its first gate.
- Preparing the project and sponsor for gate approval.
- Leading the formal project kickoff once approval to proceed was received.
- Managing project timelines, internal working sessions, project notes, dependencies and follow-up actions.
- Coordinating stakeholders including Brand, manufacturing plants, Procurement, Finance, Packaging, Supply Chain, Sales, R&D, Regulatory and others depending on the initiative.
- Coordinating financial and operational inputs from Finance, plants and Procurement so the business case was complete before gate submission.
- Representing the sponsor in gate meetings when the sponsor was unavailable.
- Guiding projects back through the gate process when scope or requirements materially changed.
- Working with sponsors to identify additional DTV opportunities that could contribute toward the program's overall savings targets.
Seed to Sip required cross-functional commercial and operational estimates, progressively more precise project information, and alignment on final design, P&L, timing and dependencies as initiatives advanced through the gates. Seed to Sip Intro Deck 2024.pptx
Portfolio of Opportunities
The DTV portfolio included a wide range of initiatives rather than one repeated project type.
Examples included:
- Moving value brands from ROPP closures to KERR closures to reduce packaging costs and complexity.
- Eliminating unnecessary component colors or decoration.
- Moving several value-brand packages from glass to PET and recycled PET, creating both cost-saving and sustainability opportunities while requiring development of new bottle molds.
- Consolidating regulatory and compliance changes, including adding California recycling/CRV language to existing packaging projects.
- Coordinating packaging, shipper and SKU changes when multiple initiatives affected the same product.
The DTV planning material specifically tracked multiple conversion initiatives across brands such as Pinnacle and Cruzan and called for leadership visibility into expected month-to-month savings and timing.
Featured Example: Midori Acid Etching Removal
The Initial Problem
Midori bottles had traditionally used an acid-etching process that created the bottle's frosted appearance.
A supply/manufacturing constraint meant the glass could not complete that secondary process for an upcoming production run. As a contingency, the team temporarily removed the acid etching.
The original project was a
The change did not alter the Midori liquid and continued using the existing glass bottle across the 1L, 750ml and 700ml sizes. Concept Document12095 Midori Sh… Concept Document12095 Midori Sh…
An Operational Workaround Becomes a Business Opportunity
Once the temporary change was implemented, the organization recognized that permanently eliminating acid etching would remove a secondary production step and generate meaningful ongoing savings.
That transformed the initiative from a short-term contingency into a Design to Value opportunity.
However, the temporary contingency had not gone through the complete stakeholder and commercialization review that would normally accompany a permanent packaging change.
The project therefore had to be re-evaluated through the appropriate Seed to Sip process.
The Complication
Permanent removal of the frosted finish raised concerns from the Midori Brand team.
The frosted glass contributed to the brand's premium appearance, and the team did not yet have consumer testing demonstrating how customers would respond to a clear bottle. Permanently changing the package would also require updated marketing imagery and materials.
At the same time, the project continued to grow as related changes were consolidated into the same commercialization effort, including regulatory-label updates, shipper modifications and closure changes.
Each material scope expansion required the appropriate stakeholders to reconsider the project and, when necessary, return through the gate process for approval.
My Role in Getting the Project Moving
My primary responsibility was ensuring the right decision-makers were engaged.
Because the original contingency had been implemented quickly, not every stakeholder who needed to approve a permanent package change had been involved in the initial decision.
I socialized the proposed permanent change across the organization, identified who needed to make the final determination and ensured the appropriate Brand, plant, financial, packaging and other stakeholders were represented in the working team.
I also coordinated the financial inputs from the plant and other partners needed to demonstrate the savings opportunity and support the business case.
As additional requirements were added, I connected their implications back to the Midori project, expanded the working team as necessary and guided the revised scope back through the appropriate gates.
Project Visuals
